Businesses currently present disconnected personalities to customers across sales, service, and marketing. AI agents can bridge these silos to create a seamless, long-running dialogue that remembers context throughout the entire customer journey, fundamentally transforming the customer relationship.
While the industry obsesses over automating inbound support calls to businesses, the real disruptive opportunity may be on the consumer side: personal AI assistants that make calls on a user's behalf. This flips the script, creating a race to aggregate consumer demand and interact with businesses.
Counterintuitively, the path to full automation isn't just analyzing conversation transcripts. Cresta's CEO found that you must first observe and instrument what human agents are doing on their desktops—navigating legacy systems and UIs—to truly understand and automate the complete workflow.
For investors and builders, the key variable isn't the final market penetration of AI. It's the timeline. A 3-year adoption curve requires a vastly different strategy, team, and funding model than a 30-year one, making speed the most critical metric for strategic planning.
A huge chasm exists between a flashy AI demo and a production system. A seemingly simple feature like call summarization becomes immensely complex in enterprise settings, involving challenges like on-premise data access, PII redaction, and data residency laws that are hard engineering problems, not AI problems.
Enterprise buyers are drawn to the vision of full automation ("the sizzle"), but their immediate need is improving existing human workflows ("the steak"). A startup must offer both. The visionary product gets them in the door, while the practical agent-assist tool delivers immediate value and gathers necessary data for future automation.
To instill extreme speed, Sequoia's Doug Leone challenges founders by asking why their growth plan isn't 3x more ambitious. This forces an honest discussion about the true bottlenecks—the "rocks in the river" like funding or hiring. The board's job then becomes helping the CEO remove those specific obstacles.